Alma’s City-College relationship is not unique, but it could be

In 1879, Ammi Wright, a successful lumber baron, started work on the second brick building in Alma, MI. The 55,000-square foot, Italian-inspired Wright Opera House, situated at the corner of Superior and State Street, accommodated five businesses. It featured the most impressive performing arts space in the region. It also served as a hub of social and economic activity through 1919, when it was converted into a Masonic Temple.

Used sparingly in recent decades, the Opera House has survived generations of brutal weather and economic turmoil. On a blustery day in 2010, it caught fire, leaving its interior gutted and useless. Still, the National Trust for Historic Preservation labeled it one of the best-preserved buildings in Michigan. However, it is more than just a hardy structure. It symbolizes the resiliency and strength of the City of Alma and its people.

Previous plans to redevelop the building did not materialize, and ownership is expected to transfer from a developer to Alma College in the coming months. This change presents the city and college with an opportunity to work together to propel the region’s economy and quality of life forward. Plans call for apartments for up to 60 students – students that will help drive business investment downtown. The building will offer 15,000 square feet of premium commercial real estate. It will feature a jaw-dropping performance area and other gathering spaces. Ultimately, this project is about returning a uniquely special resource to its community.

The college will depend on guidance from local leaders to ensure that the Opera House fulfills the community’s needs. The city and college must also work together to attract and nurture commercial and philanthropic investment in the Opera House. In other words, the success of this transformative project hinges on an exceptional level of cooperation. This undertaking is unlike anything we have tackled together in more than 130 years. The last city-college partnership of this magnitude was in 1886, when local citizens convinced the Presbyterian Synod to establish their new liberal arts college in Alma.

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A brief review of history can help us to appreciate the once-in-a-lifetime nature of this opportunity and the need for extraordinary teamwork. As it turns out, the circumstances building up to this moment are similar to the experiences of other small college towns across the nation.

Rural college towns have faced financial turmoil for decades. Corporate downsizing and relocations, job losses, and reduced lending have shrunk populations. As rural populations have decreased, student enrollments have lagged, and colleges have offered dramatic tuition discounts. Although their fates are intertwined, small colleges have often failed to work together with their towns for mutual benefit.

Struggles between colleges and communities date back to the Middle Ages, when teachers secluded their students from the perceived dangers of city life. Centuries later, many early American colleges were founded to educate ministers, but fearing their communities were corrupt, they walled themselves in. From the 1940s through the 1990s, colleges essentially built themselves into standalone cities that met most student needs within the borders of the campus. The early 1990s saw colleges and towns collaborating through volunteerism, internships, and teaching partnerships.

In the 21st century, colleges have still not engaged with their communities as much as possible, partly because they have focused on their own survival. Many small schools aimed to enhance their national reputations by attracting students from around the country. However, they often took their host towns for granted.

Alma exemplifies the patterns that I just described. The city is no stranger to company closures, job losses, and a declining tax base. Meanwhile, the college has not always collaborated with the city for maximum effect. Of course, the college and community have done admirable things together, and community relations was a priority for some past presidents, including Robert Swanson. The fact remains, though, that city-college relations in Alma have not historically met their fullest potential.

Under the leadership of President Jeff Abernathy, Alma College has dedicated one third of its strategic plan to strengthening its partnership with the community. An example of this commitment occurred as recently as September, when education leaders and the college jointly announced the “Alma College Engagement Scholarship.” The program will provide full tuition to 10 local students each year.

The Opera House is a chance to stomp on the gas pedal of progress. Joining forces to complete the project will place the city and college at the forefront of a newer national trend – a trend that sees town and gown working together to bring about revitalization.

Together, we can bolster the proud, resilient, and dynamic town in which Ammi Wright saw so much potential. Our time is now.